Iet Record

Care for Environment of Anaamalais Agencies Pvt Ltd
A REPORT ON
CARE FOR ENVIRONMENT
AT
ANAAMALAIS TOYOTA PRIVATE LIMITED
COIMBATORE
SUBMITTED BY
VISHALINI. S
17BCO165
BCOM- B
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Sri Krishna Arts & Science College, Department of Commerce
TABLE OF CONTENTS
S.NO TITLE P.NO
1 INTRODUCTION
2 INDUSTRY PROFILE
3 COMPANY PROFILE
4 ORGANIZATIONAL STRUCTURE
5 DEPARTMENT’S PROFILE AND

SPECIALISED DEPARTMENT
6 PRODUCT / SERVICE OFFERED
7 UNIQUE SELLING PROPOSITION (USP)
8 STRATEGY OF THE COMPANY
9 APPLICATION OF THE TECHNOLOGY
10 SWOT ANALYSIS
11 CSR ACTIVITIES
12 SUGGESTONS AND CONCLUSIONS
13 ANNEXURE
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MODULE : 1
INTRODUCTION
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INTRODUCTION
Anaamalais Toyota is a part of ARC group, with the headquarters in Coimbatore, Tamil Nadu.
Anaamalais Agencies Private Limited is founded by P.K. Duraisamy in Coimbatore in 1999. He
went to Japan and explain the market opportunities in Tamil Nadu and got his Dealership. It is an
authorized sales and service dealership of Toyota cars in Tamil Nadu. It has many branch in several
district namely Coimbatore, Salem, Tirupur, Madurai, Tirunelveli, Trichy, Kumbakonam, Karur,
Tanjore, Theni, Karaikudi, Nagerkoil.
At present they have 14 branches across Tamil Nadu and satisfied customer base of over 40000
customers. A combined area of 3,93,159 square feet of workshop space are in their organization.
Employee Strength of over 4500.
“Toyota is a process focused company and not a product focused company” says
Mr. P.K. Duraisamy.
Vision of P.K. Duraisamy:
 Progressive, Evolutionary, Pioneering Business dealership

 Like to continue learning from right people.
 To Provide a high social status to my employees and My family.
YEAR 1999
HEAD QUARTERS Coimbatore, Tamil Nadu
WEBSITE http://www.anaamalaistoyota.com
EMPLOYEES 4500-5000
SPECIALITIES Car sales, car service, car insurance, car
exchange, car finance.
CERTIFICATE ISO 14001
BRANCHES 14
WORKING HOUR 8:30 AM – 5:30 PM
PEAK HOURS 11:00 AM – 2:00 PM
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VISION
 Through improvements of technology, as well as continuous efforts in the application

of new technologies, Toyota is taking great steps to develop eco-cars which will help
us become a low carbon society.
 Toyota will lead the way to the future of mobility, enriching lives around the world
with the safest and most responsible ways of moving people.
 Through our commitment to quality, constant innovation and respect for the planet, we
aim to exceed expectations and be rewarded with a smile.
 We will meet our challenging goals by engaging the talent and passion of people, who
believe there is always a better way.
 Be a socially committed corporate through building vibrant communities in harmony
with nature, aiming to become the most admired company in India and meet customer
expectation and be rewarded with a smile.
 Anaamalais Toyota will lead the way to the future of mobility, enriching lives around
the world with the safest and most responsible ways of moving people. Through their
commitment to quality, constant innovation and respect for the planet, we aim to exceed
expectations and be rewarded with a smile.
MISSION
 To engage our customers, employees and other stake holders alike, thereby bringing in
synergies within and outside our companies, so as to maximize value to our group.
 Ensuring that the products are of outstanding quality, value of money and pride of
ownership.
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ANAAMALAIS GROUP OF COMPANIES:
S.NO GROUP OF COMPANIES LOCATION
1 Vedhanayagam oil company Coimbatore
2 ARC parcel service Coimbatore
3 Green valley Matric Higher Secondary Kothagiri

School
4 PKD Trust Coimbatore
5 Anaamalais Agencies (Eicher Dealership) Coimbatore, Palladam,

Madurai
Coimbatore Anaamalais Agencies Pvt Ltd Coimbatore, Erode,

6 (Toyota dealership) Salem, Tirupur, Trichy,
Kumbakonam, Madurai,
Tirunelveli, Virudhunagar,
Nagercoil.
7 Coimbatore Anaamalais Agencies Pvt Ltd Palani

(Packaged drinking water)
8 Carbone Bio-Renewable Pollachi
9 Ayyanar Industries Tirunelveli
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BRANCH OF ANAAMALAIS TOYOTA:
SNO BRANCH EMPLOYEES
1 Coimbatore (HO) 265
2 Salem 275
3 Tirupur 280
4 Madurai 260
5 Tirunelveli 250
6 Trichy 270
7 Kumbakonam 260
8 Karur 264
9 Tanjore 280
10 Theni 266
11 Karaikudi 267
12 Nagercoil 250
13 Erode 270
14 Dindigul 273
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PRODUCT LIFE CYCLE
 Toyota is now in the maturity stage.

 Maturity stage is the longest stage in the lifecycle of the product until they have market
in the industry.
 Here the company reaches the highest point in the demand cycle.
 At this stage, there are lots of competitors in the market.
 There will be more substitute products in the market at this stage.
 So that Toyota has to use new strategies to attract the customers in order to show
themselves different from the competitors.
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MODULE : 2
INDUSTRY PROFILE
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INDUSTRY PROFILE:
The automobile industry is one of the leading industries at the global level. It plays a crucial
role in the development of the global economy because of the high revenues and increased
customer demands. The automobile industry helps to foster economic development of the
country; therefore, it is widely recognized as a major economic sector. The automobile industry
consists of multiple companies specialized in car manufacturing, as well as the ones involved
in marketing and distribution of automobile products, such as cars, buses, vans, trucks,
motorcycles, mopeds and motorized bicycles.
Automobile industry use the strategy tools and theories, such as Porter’s five forces and
PESTEL analysis and other approaches.
POSTER’S FIVE FORCES ANALYSIS
1. Bargaining Power of Suppliers
The bargaining power of suppliers is low for the reason of the availability of multiple suppliers
in the auto-parts industry. Nevertheless, due to the growth of the supply system and its
specialization, supported by new technological advancements, manufacturers have an
opportunity to reject the delivery of materials because of poor quality.
2. Bargaining Power of Customers
The bargaining power of customers is moderate because in the automobile industry, customers
need to have enough information about automobile products’ characteristics, as well as other
factors that influence their decision making: price, quality, product image, brand, and
environmental impact of the product. Many car manufactures produce products with the same
characteristics and sell them at the same price.
3. Rivalry between Existing Players
The rivalry between the car manufacturers is focused on addressing the demands of customers
in terms of lower prices, better product differentiation, more effective distribution strategies,
and stronger business relationship with supply system. Currently, the existing players in the
automobile industry are BMW, Ford, Audi, Honda, Mercedes Benz, Fiat, Lexus, Infiniti,
Acura, Toyota, Volkswagen and others.
4. Threat of Substitutes
The threat of substitutes is moderate because automobile products vary, although they have the
same purpose. Due to product differentiation, customers have an opportunity to select products
considering such factors as price, quality and design.
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5. Threat of New Entrants
The automobile industry has high level of barriers to entry. It needs specific machinery,
facilities, equipment, human resources, technological devices, distribution channels, etc. The
automobile industry is attractive to new entrants, but requires them to solve a number of
problems, like customer preferences, industry demands, environmental demands, and others.
Thus, the threat of new entrants is low.
PESTEL ANALYSIS
Political and legal factors
Political factors have a strong impact on the development and growth of the automobile
industry. The production of hybrid vehicles requires more financial support from local
governments because of the environment friendliness. The production of new vehicles must
comply with the established vehicle emission standards. Governments across the globe should
provide financial support to favour the distribution of vehicles with lower CO2 emissions.
Besides, taxes and import laws affect the automobile industry growth. In fact, there are some
legal requirements that should be met by the car manufacturers, including environmental
regulations aimed at reduction CO2 emissions.
Economic factors
The increased prices for cars are associated with the inflation rate and economic crisis. Besides,
the industry is dependent on oil prices. The following factors play an important role in the
industry’s shifting in supply demands and price elasticity: local government taxes, prices for
materials and resources, population growth, buying capacity, types of economic activities,
commercial usage of vehicles, fuel economy dependence, and other factors. The profitability
of the automobile industry is related to the financial opportunities of customers.
Socio-cultural factors
Socio-cultural factors that influence the development and growth of the automobile industry
include population growth rate, education level, lifestyles, safety issues, cultural differences,
and the effects of consumer buying habits, their attitudes toward “green” or ecological
automobile products. The automobile industry growth is dependent on the preferences of
customers, most of whom need to purchase cars for families. They consider the space available
in the car, safety and price.
Technological factors
Technological innovations play a crucial role in the development of the automobile industry.
Due to the use of new technologies it is possible to enhance standards of driving. Besides,
currently, the automobile industry is experiencing the problem of fuel consumption. The
innovation of new cars, which are characterized as environment friendly vehicles, is aimed at
reduction of fuel consumption. Besides, technological innovations are aimed at meeting the
requirements of customer safety. New seat belts, air bags and other devices help to avoid
injuries sustained in collisions. Anti-Brake Systems help to increase the stopping distance even
on slippery pavement. The automobile industry needs investments in research and development
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to ensure that new technologies are useful and meet the demands of customers .The production
of high performance vehicles by car manufactures is increasing due to the benefits provided to
customers: higher engine output, more innovative braking and suspension systems and other
technical characteristics that guarantee high quality of products.
Environmental factors
There are some environment factors that affect industry development and growth, including
fuel economy and air pollution caused by CO2 emissions. Environmental concerns make car
manufactures use innovative technologies. The production of environment friendly vehicles,
such as hybrid cars and electric vehicles, allows changing customer demands and preferences
in the future. The advantages of these vehicles over gasoline cars include low emission and
high energy efficiency.
SWOT ANALYSIS
Strengths
 Evolving industry due to popularity of cars among consumers;

 Contribution to changes in lifestyles;
 Product innovations due to new technology support and advancement;
 Involvement of cheap workforce from the developing countries in car manufacturing
(e.g. India, China, Indonesia and other developing countries).
Weaknesses
 Increased competition;
 Strict regulations;
 High taxes;
 Environmental concerns;
 High costs of research and development opportunities.
Opportunities
 Introduction of fuel-efficient cars;

 The growth of strategic alliances;
 Changes in customer preferences;
 Expansion of markets.
Threats
 Increased competition;
 Dependence on fuel prices;
 High production costs;
 High electricity costs;
 Inflation rate;
 Poor regulation of car markets
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MODULE : 3
COMPANY PROFILE
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COMPANY PROFILE:
MR. A KRISHNA MR. R. NAGENDRAN MR. K. PRADEEP
MANAGING DIRECTOR HEAD-CUSTOMER CHIEF-FINANACE

RELATION OFFICER
Joined Anaamalais Toyota in Joined Anaamalais Toyota in Joined Anaamalais Toyota in

2009 2012 2013
Contact No: 98422 95400 Contact No: 98421 53700 Contact No: 98424 25300
FOUNDER
Anaamalais Agencies Private Limited is founded by P.K. Duraisamy in Coimbatore in 2000.

He went to Japan and explain the market opportunities in Tamil Nadu and got his Dealership.
They aim at providing an eco-friendly environment to the society.
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PROTECTING OCCUPANTS AND PEDESTRIANS
Based on analysis of actual accidents, Toyota develops safe vehicle body structures and
occupant protection devices. When a vehicle collides, the vehicle’s body absorbs and disperses
the impact to secure cabin space. Simultaneously, seatbelts and airbags are activated to protect
the occupants. Pedestrian safety is also taken into consideration in developing body structures.
TOWARDS A SAFER TRAFFIC ENVIRONMENT
Toyota is undertaking various initiatives to realize intelligent transport systems as a

way of reducing traffic accidents. The initiatives involve the creation of a traffic system
that views people, vehicles and roads as an integrated whole, and the fusion of vehicles
and information communication systems.
Vehicle-infrastructure cooperative systems, which use direct roadside-sensor-to-

vehicle, vehicle-to-vehicle or vehicle-topedestrian communications, are aimed at
preventing collisions that are difficult to prevent using a vehicle’s standalone systems,
such as collisions at intersections with poor visibility and those during turns that cross-
opposing lanes. Toyota is promoting widespread use of such systems to achieve a world
of safe and comfortable mobility.
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Toyota provides drivers with safe-driving education, presents children with traffic-safety
learning aids and carries out activities to heighten awareness among pedestrians of the
importance of reflective materials.
They celebrate the World Environmental Day every year by not using two-wheeler and
four-wheeler for about 12 hrs to reduce the smoke and to create awareness. The employees
use only the public transport on this day. This shows their care towards the environment.
They also celebrate World Water Day & World Yoga Day. The company have no running
tap. Only the pressing tap is available towards the company. This is done to save water.
They also give yoga practice for the employees on the Yoga Day.
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MILESTONE
YEAR PRODUCT / ACHIEVEMENT
1999 Establishment of the company
1999 Qualis
2003 Reached 100000 cars on road
2003 Corolla
2005 Innova
2009 Fortuner
2010 Etios
2011 Etios Liva
2013 Camry
2014 Altis
2014 Reached 1 million cars on road
2016 Innova Crysta
2016 Fortuner
2018 Yaris
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Sri Krishna Arts and Science College, Department of Commerce
2019 Glanza
NEW PRODUCT LAUNCHED
Toyota has launched the Glanza in India with prices starting at Rs 7.21 lakh. All variants except
the Smart Hybrid are priced on par with the Baleno. The G MT variant of the Glanza undercuts
the respective Baleno Zeta Smart Hybrid by Rs 65,000! The hatchback is available in two
variants - G and V. It can be had with a 1.2-litre petrol mild-hybrid powertrain that makes 90PS
and 113Nm in the G MT variant and a 1.2-litre petrol engine that produces 83PS and 113Nm
in the top-spec V variant. Spare for the new grille and some badges, the Glanza looks exactly
identical to the Maruti Suzuki Baleno.
Priced from Rs 7.21 lakh to Rs 8.90 lakh (ex-showroom, Delhi), it will lock horns with the
Honda Jazz, Hyundai Elite i20 and the Volkswagen Polo and its identical twin - Maruti Suzuki
Baleno.
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TOYOTA GLANZA SPECIFICATIONS
Glanza Variants Key Specifications Key Features
Front and Rear Power Windows, Driver and

G 23 Kmpl, 1197 cc, Manual,
Passenger Airbags, ABS, Central Locking,
Rs. 7.22 lakh Petrol view all
Front Fog Lamps view all

V 21 Kmpl, 1197 cc, Manual,
Rs. 7.58 lakh Petrol view all

G CVT 19 Kmpl, 1197 cc,
Rs. 8.30 lakh Automatic, Petrol view all

V CVT 19 Kmpl, 1197 cc,
Rs. 8.90 lakh Automatic, Petrol view all
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MODULE : 4
ORGANIZATIONAL STRUCTURE
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ORGANIZATIONAL STRUCTURE
GENERAL MANAGER
The General Manager is the key decision maker of the company. He has to manage business
operations and act as an advisor to the board. GM has to recruit the staff and train the
employees. He has to look after the assets of the company and maintain the books of accounts
and records. He is solely responsible for all the activities of the company.
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PART & ACCESSORIES MANAGER
The parts and the accessories of the company are generally kept in the warehouse. These parts
and accessories are managed by the Part & Accessories Manager. No part & accessory is
allowed to go out of the warehouse without the gatepass.
SERVICE MANAGER
Service Manager is responsible for all the service made for the car in the company. Pre delivery
manager, service advisor, workshop controller, technicians work under Service Manager. They
has the responsibility to satisfy the customer through their service to the car. When the customer
is not satisfied with the service, it’s the role of the service manager to satisfy the customer.
GENERAL SALES MANAGER
The sales manager is responsible for increasing the profit of the organization through sale of
cars. He is responsible for both the used cars and the new car sale. The Customer Relation
Manager and the Finance & Insurance Manager work under the sales manager. He tries to
increase the sales by having a good relationship with the company and the customer. He tries
to satisfy the customer through the efficient service.
FINANCE CONTROLLER
The financial controller has the responsibility to raise the fund, manage the fund and protect
the capital of the company. Financial planning of the company is done by the financial
controller. He distribute the profit of the company and make use of the fund in the correct path.
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MODULE : 5
DEPARTMENT’S PROFILE AND SPECIALISED

DEPARTMENT
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DEPARTMENT PROFILE
 Purchase department
 Inventory stores department
 Marketing department
 Accounts & Finance department
 Security department
 PDI department
 CRM department
 HR department
 U Trust department
 Sales department
1) PURCHASE DEPARTMENT
Purchasing is the first phase of the company. Purchasing means procurement of goods and
services from some external agencies. Anaamalais Toyota purchase their cars from Toyota
Motor Corporation and spare parts from Toyota Kirloskar Motor that is located in Bangalore,
Karnataka. One role of the purchasing department is to procure all necessary materials needed
for daily operation of the company. A purchasing department also is charged with continuously
evaluating whether it is receiving these materials at the best possible price in order to maximize
profitability.
Some of the main functions of the purchasing department in Anaamalais Toyota are,
1. Receiving indents
2. Assessment of demand or description of need
3. Selection of sources of supply
4. Receiving of quotation
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5. Placing order
6. Making delivery at the proper time by following up the orders.
7. Verification of invoices
8. Inspection of incoming materials
9. Meeting transport requirements of incoming and outgoing materials
10. Maintaining purchasing records and files
11. Reporting to top management
12. Developing coordination among other departments
13. Creating goodwill of the organisation in the eyes of the suppliers.
PURCHASE ORDER PROCESS
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2) STORES DEPARTMENT
The inventory department plays a vital role in maintaining the stocks of the department. They
maintain the up-to-date record of all materials issued and received. The goods that are
necessary for future use are kept in the warehouse. Material Received Record is maintained in
the warehouse to have the control over the stock. No material is allowed to go in and out of the
warehouse without the gatepass.
There are certain steps followed by Anaamalais Toyota to have efficient control over their
inventories. They are;
 Preservation
 Handling
 Audit
 Cycle Counting
 Package improvement.
PRESERVATION
They preserve their goods/ parts in an efficient manner. And they have control over
them. So that there couldn’t be damage occurred to the spare parts. The loss in case of damage
during the transit or defective parts. It must be borne by suppliers. The concern does not have
any responsibility over that.
HANDLING
They handle their products with such a manner. So that the workers could handle
with extra care. In case there is a damage occurred the goods/ parts. That damage is also borne
by the suppliers.
AUDITING
They do audit at the end of every month to have check over the total stock. So that
it would be easy for concern while planning for the next year’s stock /next month ‘s stock. It is
the best way so that there won’t be any error occurred without the concern’s knowledge.
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CYCLE COUNTING
A cycle count is an inventory auditing process, which falls under inventory

management, where a small subset inventory in a specific location, is counted on a specific
day. This happens after every day the concern will have count after their daily target has been
achieved.
PACKAGE IMPROVEMENT
They would improve the package of the inventory if the supplier has sent best
quality from the beginning for their contract and improve their package. This would give the
supplier encouragement.
METHODOLOGIES OF INVENTORY MANAGEMENT
STOCK REVIEW
Stock review, which is the simplest inventory management methodology. Stock

review involves a regular analysis of stock on hand versus projected future needs. It primarily
uses manual effort, although there can be automated stock review to define a minimum stock
level that then enables regular inventory inspections and reordering of supplies to meet the
minimum levels. Stock review can provide a measure of control over the inventory
management process, but it can be labour-intensive and prone to errors.
JUST-IN-TIME METHODOLOGY
Just-in-time (JIT) methodology, in which products arrive as they are ordered by

customers, and which is based on analysing customer behaviour. This approach involves
researching buying patterns, seasonal demand and location-based factors that present an
accurate picture of what goods are needed at certain times and places. The advantage of JIT is
that customer demand can be met without needing to keep quantities of products on hand, but
the risks include misreading the market demand or having distribution problems with suppliers,
which can lead to out-of-stock issues.
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ABC ANALYSIS METHODOLOGY
ABC analysis methodology, which classifies inventory into three categories that
represent the inventory values and cost significance of the goods. Category A represents high-
value and low-quantity goods, category B represents moderate-value and moderate-quantity
goods, and category C represents low-value and high-quantity goods. Each category can be
managed separately by an inventory management system, and it's important to know which
items are the best sellers in order to keep quantities of buffer stock on hand. For example, more
expensive category A items may take longer to sell, but they may not need to be kept in large
quantities. One of the advantages of ABC analysis is that it provides better control over high-
value goods, but a disadvantage is that it can require a considerable amount of resources to
continually analyse the inventory levels of all the categories.
3) MARKETING DEPARTMENT
Marketing department promotes the business and create an awareness about the product in the
minds of the customers through the advertisement. It acts as the key to increase the profit of
the company by increasing the level of sales.
DEVELOPMENT OF MARKETING GOALS AND STRATEGIES FOR THE

COMPANY
One of the most important functions of marketing department is to design a set of written goals,
objectives and strategies for marketing activities of the organisation. This means establishing
rules and business concept of how the organization will conduct itself on the market, what
marketing instruments will be used, what goals will be set and what strategies should be applied
to attaining effective advertising campaigns. marketing department develops a market-based
business strategy that provides unique value to the customers on all services and products of
the organization.
The strategy establishes the workflow in the marketing department so that each process within
the workflow can be continually evaluated, measured, and improved until marketing goals are
successfully achieved. The software allows to design and share marketing goals and strategy
and build marketing department workflow. By using this software, Marketing Director can
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create a work structure for coordinating all marketing processes toward the attainment of
organizational goals.
CONDUCTING MARKETING RESEARCHES AND MONITERING CUSTOMER

NEEDS
To introduce products and services into a market and create value in the mind of the customers,
the managers of the marketing department need clear and appropriate information. marketing
research provides the facts and directions that the managers can use to make their important
decisions for marketing and competitive activities. To organize the workflow for managing
market research and monitoring customer needs, marketing department can business
management software. Then each marketing research can be created as a project with
appropriate stages and to-do lists. In the Scheduler view the managers can create schedules for
marketing researches and set due dates per task.
ADVERTISING AND PROMOTION
Finding new customers is the key challenge for every business. Through creative advertising
and promotion a business can attract new customers and gain more revenue. The marketing
department is responsible for providing product/service advertising and promotion. The
function of advertising and promotion is especially important when the organization launches
a new brand and it should be promoted by informing the customers of the brand’s features and
advantages.
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Competitive advantage in the Marketing strategy of Toyota
Global Presence: Toyota sale and operates in more than 190 countries globally with an array
of the strong product portfolio. It manufactures automobiles and its related spare parts through
50+ overseas manufacturing companies in more than 28 countries worldwide.
Production System: One of the major competitive advantages that the Toyota has is its ability
to provide world-class products at low prices. Its globally recognised production system which
focuses on Just in time concept and Jidoka (which means an immediate stoppage of work when
problems arise) has helped the company in controlling its costs and becoming more efficient.
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BCG Matrix in the Marketing strategy of Toyota
Toyota operates in Automotive and financial services business segments.
While automotive business is its mainline business, financial service is the supporting function.
Both its businesses are stars in the BCG matrix.
Distribution strategy in the Marketing strategy of Toyota
The group is extensive using its dealership networks, authorised showrooms, service centres,
E-commerce sites and direct selling agents to make its products available to the customers.
Toyota vehicle is sold through a channel of more than 175 distributors in 190+ countries and
regions around the world.
In its home place Japan it has a network of 280 dealers out of which 15 are owned by Toyota.
Brand equity in the strategy of Toyota- Toyota motor corporation is the world’s 6th most
valuable brand and is ranked 10th in the list of global 2000 companies as per the Forbes
Magazine. The automotive brand has been valued at $ 177 billion on the basis of market
capitalization.
It has been part of many international events such as Formula one, GR Toyota Gazoo racing,
North America International Auto show 2017.
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Competitive analysis in the Marketing strategy of Toyota
The automotive market is overcrowded with a large number of automotive companies eating
up each other’s market share. Factors affecting the competition in the industry are product
features, price safety, fuel economy, customer service standards, Downward demand, a
decrease in prices and competition in automotive financing resulted in shrinking margin due to
which there was no significant growth in the company in the year 2016. It competes with a
company like Suzuki, Honda, Nissan, Ford, General Motors and many others in the automotive
industry in one or more segments.
Market analysis in the Marketing strategy of Toyota
Volatility in oil prices, currency exchange rate, increasing the bargaining power of customers
and suppliers, rising labour costs, rising infrastructure costs, and government regulations are
some of the factors affecting the operation of the companies in the automotive market.
Customer analysis in the Marketing strategy of Toyota
Customers of Toyota are from age groups of 30- 50 years. Toyota focuses middle-income group
customers and produces value for money automotive vehicle.
4)ACCOUNTS AND FINANCE DEPARTMENT
The accounts department is responsible for recording and reporting the cash flow transactions
of the company. This department has some key roles and responsibilities to manage accounts
receivable, payable, payroll, financial reporting and maintaining financial controls.
The finance department deals with the cash of the company. Some customer will buy their car
with ready cash, but many customer will go for EMI method. So this process will be taken care
by Finance department. Even our branch has its own Toyota finance with 8.5 interest.
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The finance department is the department or committee which manages the money used in an
organisation.
Financial
Report
 Purchase statements of the company
 NEFT payments
 Supplier invoices included the purchases from TKM Taxation
(TOYOTA KIRLOSKAR MOTORS) for spare

parts and local purchases for maintenance and
consumables Costing
 TDS Bills and sales invoices
 Narration of ratio analysis can be done in TALLY software &
how each and every entry influenced the ratio values Payroll
 Profit and loss statement

 FOXPRO software for calculation of card statements
 Sales entry, purchase entry, journal entry, receipts in TALLY
OPERATIONS OF FINANCE DEPARTMENT
The finance department of the company plays a major role in maintaining the accounts of the
company and allotting funds for various activities of the firm. It also maintain a daily record of
all the transactions that are made daily and enter them in TALLY software for future reference.
EMPLOYEE CHART OF FINANCE DEPARTMENT
Chief finance officer
Branch manager (finance)
Finance head
Finance Executives
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Books maintained in finance department
 Day to day journal

 Purchase journal
 Sales journal
 Debit note &Credit note
 Ledger
 Bank records etc…
FINANCE FUNCTIONS
 BUDGET PREPARATIONS
 BUDGET ADMINISTRATION
 COST ALLOCATION
 ACCOUNTS PAYABLE
 PAYROLL
 FRINGE BENEFITS
 GRANTS ADMINISTRATION
 MONITORING SERVICES PROVIDERS
 TECHNICAL ASSISTANCE TO SERVICE PROVIDERS
 CONTRACT ADMINISTRATION
 BILLING
 PROPERTY INVENTORY
 GENERAL ACCOUNTING RECORDS
 FIXED ASSETS RECORDS
 CUSTODY OF FUNDS
 DISTRIBUTIONS OF PASS THROUGH FUNDS
 CASH FLOW
 INVESTMENTS
 DEBT ADMINISTRATION
 RISK MANAGEMENT
 INTERNAL FINANCIAL REPORT
 STATUTORY REPORT
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5) SECURITY DEPARTMENT:
Security guards will comes under this department. They use to receive the customer from gate
and allow them to park the car in a proper place. Every employee has to submit the movement
slip (it’s a approval slip of employee when they going outside to customer place for test drive
or for any company related work) to the security guard, this slip should to collected and
submitted to the sales manager.
6) PDI DEPARTMENT:
Once the customer books the car , company will make the order to Bangalore for the particular
vehicle. Manufacturing unit will deliver the car to the company by next day through truck. So
role of this department is to check the car whether it is damaged or not during that travel and
delivery the perfect car to the customer.
7) CRM DEPARTMENT:
Customer relationship management (CRM) is an approach to manage a company's

interaction with current and potential customers. It uses data analysis about customers' history
with a company to improve business relationships with customers, specifically focusing on
customer retention and ultimately driving sales growth.
One important aspect of the CRM approach is the systems of CRM that compile data from a
range of different communication channels, including a company's website, telephone, email,
live chat, marketing materials and more recently, social media. Through the CRM approach
and the systems used to facilitate it, businesses learn more about their target audiences and how
to best cater to their needs.
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Customer pull
The marketing guides prospective buyers to the Toyota web site, where they can learn more
and request further information. Requesting information is an example of "customer pull,"
where Toyota responds directly to the customer. It is the first point at which the customer
becomes known to Toyota, and it triggers a check to see if Toyota already knows the customer.
What the company already knows about the customer guides how future touch-points to that
customer are delivered.
Toyota push
As Toyota guides the customer through the purchase process, the auto company uses what it
knows about the customer to provide just the right information that Toyota leadership thinks
will help him or her make the right choice. This is an example of "smart Toyota push." In
addition to more vehicle information, Toyota might send out a customized offer, maybe even
a pre-approved credit offer if the customer’s credit record with Toyota is good. Statistical
models are widely used to help identify which customers should have which information
pushed to them. Where models are not available or not appropriate, simple data analyses or
Toyota best practices are used, instead.
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8) HR DEPARTMENT:
Human Resource Management in simple words stands for managing the employees of an
organization. Human resource department is also an important department in each and every
company. They are the people who solve the employee grievances and so. They recruit the
right candidates as per the requirements of the organization. Some of the activities carried out
by the department includes:
 Maintain the personal data of each and every employee of the organization
 Day to day attendance verification
 Salary fixing
 Recording of employee performance
 Solving employee problems
 Organizing cultural events for their employees etc…
EMPLOYEE CHART OF HR DEPARTMENT
HR MANAGER
ASST HR MANAGER
HR EXECUTIVES
ROLE OF HR
 Recruitment
 Compensation
 Joining Formalities and Attendance cycle
 Pay roll and Pay slip
 Leave policy and Exit Interview
 Dearness allowance
 Employee Contribution
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 PF Contribution
 Gratuity and its calculation
 Selection methods
 ESI Contribution
HR FUNCTIONS
The six main function of HR are recruitment, workplace safety, employee relations,
compensation planning, labour law compliance and training.
Recruiting the Right People for the Right Job
The success of recruiters and employment specialists generally is measured by the number of
positions they fill and the time it takes to fill those positions. Recruiters who work in-house –
as opposed to companies that provide recruiting and staffing services – play a key role in
developing the employer's workforce. They advertise job postings, source candidates, screen
applicants, conduct preliminary interviews and coordinate hiring efforts with managers
responsible for making the final selection of candidates.
Maintaining a Safe Environment
Workplace safety is an important factor. Under the Occupational Safety and Health Act of
1970, employers have an obligation to provide a safe working environment for employees. One
of the main functions of HR is to support workplace safety training and maintain federally
mandated logs for workplace injury and fatality reporting. In addition, HR safety and risk
specialists often work closely with HR benefits specialists to manage the company's workers
compensation issues.
Employer-Employee Relations
In a unionized work environment, the employee and labour relations functions of HR may be
combined and handled by one specialist or be entirely separate functions managed by two HR
specialists with specific expertise in each area. Employee relations is the HR discipline
concerned with strengthening the employer-employee relationship through measuring job
satisfaction, employee engagement and resolving workplace conflict. Labour relations
functions may include developing management response to union organizing campaigns,
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negotiating collective bargaining agreements and rendering interpretations of labour union

contract issues.
Compensation and Benefits
Like employee and labour relations, the compensation and benefits functions of HR often can
be handled by one HR specialist with dual expertise. On the compensation side, the HR
functions include setting compensation structures and evaluating competitive pay practices. A
comp and benefits specialist also may negotiate group health coverage rates with insurers and
coordinate activities with the retirement savings fund administrator. Payroll can be a
component of the compensation and benefits section of HR; however, in many cases,
employers outsource such administrative functions as payroll.
Labour Law Compliance
Compliance with labour and employment laws is a critical HR function. Noncompliance can
result in workplace complaints based on unfair employment practices, unsafe working
conditions and general dissatisfaction with working conditions that can affect productivity and
ultimately, profitability. HR staff must be aware of federal and state employment laws such as
Title VII of the Civil Rights Act, the Fair Labour Standards Act, the National Labour Relations
Act and many other rules and regulations.
Training and Development
Employers must provide employees with the tools necessary for their success which, in many
cases, means giving new employees extensive orientation training to help them transition into
a new organizational culture. Many HR departments also provide leadership training and
professional development. Leadership training may be required of newly hired and promoted
supervisors and managers on topics such as performance management and how to handle
employee relations matters at the department level.
Professional development opportunities are for employees looking for promotional

opportunities or employees who want to achieve personal goals such as finishing a college
degree. Programs such as tuition assistance and tuition reimbursement programs often are
within the purview of the HR training and development area.
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THREE KEYS OF HRM ACTIVITIES
I would like to work in private sector organizations, and Toyota is one of these organizations.
Their Human Resources Department Functions are interesting because it includes a variety of
activities and they can manage all the HR functions.
Compensation and Benefits
Salaries, bonuses, sick leave pay, compensations of workers and insurance such as dental and
life are covered by compensation and benefits. Developing and administrating a benefits
compensation system are the responsibilities of TMC HR Dept. this system serves as an
inducement and make them to guarantee that the recruitment and the retirement of talented and
skilled employees will stay in the organization. The compensation and benefit manager
explains for the hired employees their benefits package by meeting one by one or in small
groups. Finally, employees are obligated to make an informed decision and their signature is
needed for processing purposes.
Employee and Labour Relations
These days the unethical practices and misbehaviour has increased in workplace, this includes
race, gender, religion discrimination and sexual harassments. TMC ensures that all of the
employees are fairly treated according to their compulsory abidance to the law rules and
regulations. Concisely, if there were any authority abuses by the supervisor to lower
employees, they have a place to turn on and the TMC HR Department will get involved as
arbitrator and liaison the employees and legal entity to solve this issue in a proper way.
Safety and Health
TMC is concerned for their employees overall physical and mental well-being and believes
that healthy employees will provide the cornerstone for better quality of life. So, they do their
best to provide them with additional opportunities and their families to receive medical
treatment which will contribute to life quality for employees and maintain the effective
contribution to the organization.
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9) U TRUST DEPARTMENT
Toyota U Trust allows customers an opportunity to sell car, to exchange the old cars of any
brand. Toyota U Trust, a certified used car program was started by Toyota Kirloskar Motors
Pvt. Ltd. in year 2007. The objective was to provide a transparent & reliable used car
experience to Customers.
Toyota which is synonym for Quality, Durability & Reliability in new car extends the same
offering in used cars through U Trust. At Toyota U Trust you can Buy, Sell or Exchange used
car of any brand with complete peace of mind.
In used car industry, each car is unique and its quality and price differ, hence no two identical
cars will have same price and quality. At U Trust, we bring in a systematic approach to evaluate
& price our cars.
Each car is evaluated through a comprehensive 203 check point where every aspect of vehicle:
Interior, Exterior, Engine and vehicle Frame is inspected by our trained technicians which is
unique to U Trust. The price is then derived through Toyota U Trust pricing app.
Once the vehicle is procured, a team of trained technicians scrutinize overall car quality and
come up with a detailed refurbishment plan so that the next owner can get the best ownership
experience (close to owning a new car). U Trust certified
cars comes with 2years/30000 kms warranty which is the best in the industry.
OPERATION OF U-TRUST DEPARTMENT
 This department is for second hand car sales.

 Many customer will look for second hand car or to replace their old car with the new
car.
 These two activities will be taken are by this department.
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EMPLOYEE CHART OF U TRUST DEPARTMENT
General manager (U Trust)
Assistant manager
Sales executive
9) SALES DEPARTMENT
Sales department is the division of a business that is responsible for selling products or services.
They are mainly responsible for increasing the profit of the organization by increasing the level
of sales. A person or organization expressing an interest in acquiring the offered item of value
is referred to as a potential buyer, prospective customer, or prospect.
ROLE OF SALES DEPARTMENT

 Understand the Customer Expectation
 Customer Satisfaction is their Ultimate Goal
 Maintaining Good Relationship with Customer.
FUNCTION OF SALES DEPARTMENT
The various functions of sales department are:
1. Market Research
2. Advertising
3. Sales Correspondence
4. Sales
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5. Service
6. Packaging
7. Warehouse.
1. Market Research:
It means study of market, which includes forecasting, intelligence and statistics. It is an

important factor for the sale of products. Failure to do this accurately may lead to the production
of more goods that the market can absorb. This may mean financial losses to the firm. It may
also lead to under-production, the results of which are equally unpleasant.
In estimating sales for a future period, number of factors has to be considered, the most
important of these are:
(a) Secular Trends
Means due to increase of population, the demand of products may also increase in proportion.
(b) Cyclical Changes
These are changes due to agricultural crops, wars, inventions, discoveries etc.
(c) Seasonal Fluctuations
These are changes in the volume of sales due to climatic conditions or festive buying. There
are many products like umbrellas, woollen wears, neckties etc. which have a seasonal demand
while products like soap, tooth paste, blades etc. are free from such seasonal fluctuations.
(d) Nature of Products
Products are classified as consumer goods and capital goods. Articles of food, toiletries, shoes,
toys, papers, pencils come in the first category while machinery, machine tools etc. come in
the second category.
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Consumer goods such as shoes are rapidly used and must be continually replaced. So there is
more regular demand for them. But capital goods, such as lathe whose life is long enough, have
more fluctuations in their demand than consumer goods.
Hence in estimating future sales, a manufacturer must take into account the nature of his
product and study how changing business conditions will affect the demand for his product,
(e) Competition
This makes it necessary to study the recent or proposed production, sales and pricing policies
of the competitors. Most important of these is the analysis of the quality of the competitor’s
products to ascertain how a potential customer would compare with one’s product.
The sales department should ask its salesmen to report and comment by a potential customer
about the firm’s product or the products of its competitors. It should also study the research
and product development work that the competitor may be carrying on in order to forecast as
to how these will affect future sales.
(f) Government Action
Effect of large government buying, levy, excise duties, policy regarding taxation of personnel
income, monetary policy of deficit finance etc.
2. ADVERTISING FOR SALES
Advertising is the publication of information regarding articles (products) put up for sales and
is a method to bring the producer into touch with customers. This informs the customers about
the product and the place from where they can get it.
ADVERTISEMENTS
Advertising promotes trade and creates demand and hence it is the pivot of modern trade,
commerce and business. The most appealing definition of advertising is- “advertising bring to
the greater number of people, actual knowledge concerning useful things, thus it is essentially
a form of education of the people about the product.”
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Functions of Advertising
Following are the main important functions (or objects) of advertising:
(i) Advertising is the powerful media of demand creation by reaching to the customers and
telling them about good qualities of the product.
(ii) To prepare ground for a new product by way of introducing its product to the public,
(iii) It enhances the goodwill of the company among customers.
(iv) Advertising helps the product to stand against its competitor products.
Advantages of Advertising
(A) To Manufacturers:
(i) It increases sales by way of increasing demand.
(ii) Helps salesmen by preparing ground for them.
(iii) Creates good-will by telling customers about the quality and service.
(iv) Lower costs can be achieved by way of increasing the turnover due to advertising.
(B) To Customers:
(i) Facility in purchasing a product is felt by the consumer because he can decide that what he
should purchase,
(ii) Better quality is available to the customer.
(iii) Because of the direct contact between manufacturer and the customer, middlemen cannot
charge more profit.
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(C) To Society:
(i) Advertisements help the newspapers in keeping their rates low, so that the newspapers are
well within the reach of common men.
(ii) These, by way of increasing the production, raise standards of living.
(iii) Provides employment, encourage artists etc.
(iv) To remain in the market and to advertise specialties of the product, manufacturer has to
pay attention on research so as to get new improved and better products.
Economic Implications of Advertising
Advertising has following main economic implications:
(i) Informing Consumers
An advertisement informs the consumer about the market condition, namely, the goods
available in the market, their characteristics, the model best suited to the needs of the consumer
and so on.
(ii) Broadening the Market
Advertising broadens the market by familiarizing the consumer with new products, increasing
the number of dealers. All this tends to increase the production and hence lower the cost due
to mass production. Advertising reduces the scope for earning local monopoly profits.
(iii) Lowering Selling Costs
Its main advantage is to lower the cost per contact e.g. one newspaper advertisement places the
product before the eyes of many more prospective buyers that the equivalent expenditure on
salesmen. Thus efforts for retail sales are reduced, which reduces per unit expenditure on sales.
(iv) Encouraging Competition
With the help of advertising new firms can introduce their products, more rapidly than would
be possible without advertising.
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(v) Criticism
Advertisement has been criticized for (a) misinforming the consumers and (b) concentrating
the market in the hands of few, who can invest heavily on the advertisements, this creates
problems in establishing new business with limited resources, even if the product is good.
3. SALES
All the activities of the Sales department are for selling to earn maximum profit. For this
purpose continuous search is made for profitable markets. Various agencies are opened
throughout the country and if possible in foreign markets also.
Sales Promotion
Sales promotion is a direct and immediate inducement that adds an extra value to the product
so that it prompts the dealers, distributors or ultimate consumers to buy the product. Sales
promotion activities are complementary to advertising and personal selling efforts.
Objectives of Sales Promotions:
Sales promotion objectives are:
(i) For introducing new products
(ii) For unloading accumulated inventory.
(iii) For overcoming a competitive situation.
(iv) For overcoming seasonal slumps/decline,
(v) As a support to the advertising effort.
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4. SALES CORRESPONDENCE
Any incoming letter must be replied in a short time. The letter should be tactful, simple in
language, helpful and every customer must feel that his enquiries are being considered.
Quotations for the supply of products should be sent to large number of customers and try to
capture large markets.
If the promises cannot be kept with regard to delivery date or other matters, the customers
should be informed immediately and whenever practicable reasons for the delay should be
given.
5. SERVICE
Industry is rapidly adopting the principle that service is an essential part of the sales itself.
Manufacturers often find it essential to see that their products are properly installed. This is not
only a service to the customers but also a protection against complaints and general dissat-
isfaction of the customers.
The manufacturers, therefore, maintain a staff of skilled engineers and mechanics, who carry
out tests at the customer works, give technical help and advice and see that everything is
functioning properly.
6. PACKING
Packing is nothing but wrapping the product to keep the product very safe. Packing depends
upon the type of product that is to be packed.
Following are the few types of packing of industrial products
1. Paper wrapper
2. Tin container
3. Cloth packing
4. Card Board Packets
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5. Plywood Boxes
6. Plastic packing’s and
7. Wooden packing
Packing also has an important role in the sale of product. With the help of good packing, the
products can reach to the customer in same form and quality as they were before despatch.
Good packing also helps in advertising and attracts more number of customers.
7. WAREHOUSE
These are the go-downs, for storing finished products after they are packed in a systematic
manner. These are built in such a way that materials can be kept in them for a period till they
are sold. For easy transportation, these are generally situated near the factory main gate.
SPECIALIZED DEPARTMENT
In ANAAMALAIS TOYOTA, Body & Paint department is the most specialised department.
BODY & PAINT DEPARTMENT
Role of this department is to water wash every vehicle which are supposed to be deliver in that
particular day. They also work in extra fitting dept.
 I was narrated from how a vehicle is brought into the organisation to how it is serviced
and delivered back to the customer to their fullest satisfaction.
 I was taught about the job order (RO) and estimation
 Then I was narrated how an invoice can be generated from CTDMS software for a
vehicle.
 The invoices consisted of two sections-Labour and Parts and their corresponding CGST
and SGST.
 In labour, there are charges like tinkering, painting charges, mechanical, electrical, A/C
labour charges, VAS (Value Added Service), washing and other charges.
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 In parts, there are charges like parts TGP, TGP accessories, parts oil, sealant, parts
others and paint material.
Three Important Benefits of Regular Car Servicing:
When your car is overdue for a service but you are too busy or short on cash, sometimes you
may choose to let the vehicle run for a few hundred miles before bringing it in the repair shop.
However, you should know that it is in your best interest to get your vehicle an oil change as
soon as it’s time. If you wish to keep the performance of your car at an optimal level and extend
the life of the engine, don’t wait to take your car in.
Boosts your safety
One of the primary reasons for having your car serviced is to ensure that it is safe for driving.
Getting a regular oil change is vital, and during that time the mechanics should also perform a
routine check to make sure there are no other underlying issues that may arise while you drive.
This includes checking the brakes, your air and cabin filters, and the air pressure in your tires.
If they discover an issue that needs immediate attention, you will be glad you took your vehicle
in for servicing rather than continuing to drive a potentially dangerous car.
Maintains the value of your vehicle
There is a noticeable difference between a well-maintained car and one that appears neglected.
If you plan on using the car’s trade-in value sometime in your future when purchasing a new
car, how well you took care if it, not just aesthetically, will be taken into consideration. If you
have taken good care of the car, it will have a high market value and you’ll get a better trade-
in value rather than just scrap parts.
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Lowers your running costs
Any experienced motorist can appreciate the value of car maintenance. They understand that
if problems are diagnosed and rectified on time, it can save a lot of money, time, and most
importantly, stress! Getting your vehicle regularly serviced means you won’t be running it
down like so many other motorists do. Running on low fuel, running on tires with little to no
treading, running with no coolant – these are things that can and will increase the amount of
money you put into your car over time.
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MODULE – 6
PRODUCTS / SERVICE OFFERED
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PRODUCTS OFFERED:
MODEL CARS
Sedan Etios
Corolla Altis
Yaris
Camry
Hatchback Etios Liva
MPV Innova Touring Sport

Innova Crysta
SUV Fortuner
Land cruiser Prado
Land cruiser
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HATCHBACK
In the Hatchback cars category their products are Etios Liva and Etios Cross. Competitors to
Swift, I20, Micra. These products are positioned to middle class people. But in these segment
the market leader is Maruti Suzuki Swift.
SEDAN
In the Sedan cars category Toyota products are Etios and Corolla Altis. Their competitors are
Honda City, Hyundai Verna, Tata Zest. Etios is positioned to Middle class people. Corolla
Altis is positioned to high class people.
SUV
In these category of cars Toyota Innova is the market Leader. Competitors are Mahindra Xylo
and Tata Hexa. This is positioned to high class people.
SNO CAR FEATURES
1 ETIOS LIVA Price : Rs. 5.67 Lakhs onwards

Mileage : 18.16 to 23.59 kmpl
Engine : 1197 to 1364 cc
Transmission : Manual
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2 PLATINUM ETIOS
Price : Rs. 8,94,924(DIESEL)
Rs. 6,90,000(PETROL)
Mileage : 16 KMPL – 23 KMPL
Engine : 1364 CC – 1496 CC
Transmission : MANUAL
Price : 6.50 L (PETROL)

8.20 L (DIESEL)
Mileage : 16 KMPL – 23 KMPL
3 ETIOS CROSS
Engine : 1197 CC – 1496 CC
Transmission: MANUAL
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Price : 7.22 L (PETROL)

: 8.90 L (DIESEL)
4 GLANZA Mileage : 19 KMPL – 23 KMPL
Engine : 1197 CC
Price : 9.29 L(PETROL)

: 14.07 L (DIESEL)
5 YARIS
Mileage : 17 KMPL
Engine :1496 CC
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Price : 17.79 L – 20.84 L (PETROL)

: 18.91 L - 22.15 L (DIESEL)
Mileage : 11.36 KMPL
6 INNOVA
TOURING SPORT Engine : 2755 CC
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Price : 15.67 L ( PETROL)

: 23.47 L ( DIESEL )
Mileage : 10-13 KMPL
7 INNOVA CRYSTA
Engine : 2393 CC – 2755 CC
Price : 18.82 L ( PETROL)

: 19.36 L ( DIESEL )
8 COROLLA ALTIS
Mileage : 16.7 – 21.3 KMPL
Engine : 1364 – 1798 CC
Transmission : MANUAL ( PETROL )

AUTOMATIC ( DIESEL )
Colours : 7 colours
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Price : 28.9 L ( PETROL )
9 FORTUNER 33.60 L ( DIESEL)

Mileage : 10 – 15 KMPL
Engine : 2755 CC
Price 36.95 L
10 CAMRY Mileage 19 KMPL

Engine 2487 CC
Transmission MANUAL
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Price : 45.33 L
Mileage : 23.91 KMPL
Engine :1798 CC
11 PRIUS Transmission : MANUAL
12 PRADO
Price : 96.3 L
Mileage : 11 KMPL
Engine : 2982 CC
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Price : 92.60 L
13 LAND CRUISER Mileage : 11 KMPL
Engine : 2982 CC
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SPARE PARTS :
The spare parts that is necessary for ANAAMALAIS TOYOTA are brought from TOYOTA
KIRLOSKAR MOTOR , Bangalore.
Some of the spare parts brought are,
 Bumper cores
 Cabin air filter
 Engine
 Spare plugs
 Wiper blades
 Belts
 Washer lights
 Hoses
 Oxygen sensor
 Engine oil filter
 Battery
 Brakes
 Seats
 Fuel filter
 Wheel
 Discs
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MODULE : 7
UNIQUE SELLING PROPOSITION
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UNIQUE SELLING PROPOSITION
Ride Comfort, luxury and handling is a critical aspect of any vehicle. Apart from providing a
comfortable ride, an eye for the care of the environment is very necessary for any automobile
industry. Anaamalais Toyota care a lot for the safety of the environment and take each and
every step by having a mindset of eco-friendly nature in both interior and exterior activities.
Through many successful products, we deliver comfort, ride luxury and eco-friendly cars on
roads. We are consistently at the forefront of innovation in environment safety and eco-friendly
technology. Our name is synonymous with environment safety and eco-friendly products in
the marketplace.
STEPS TAKEN BY TOYOTA TO HAVE AN ECO-FRIENDLY AND

SAFE ENVIRONMENT
SAVE WATER
 Anaamalais Toyota has no open-close tap for handwash purpose inside the company,
in order to save the water.
 We have only the pressing tap, so that we can save water that is over flowing when it
is not in use.
 The employees are trained to save the water inside the campus from the date of
appointment.
 We also have the automatic closing tap inside the campus to save water for the
environment.
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RECYCLE
 The products that can be recycled are dumped in the recycle bin.
 Degradable products are dumped in green colour bin.
 Non-degradable products are dumped in red colour bin.
 Most of the products used in the company are recyclable products, having an eye on
the eco-friendly environment.
WALK OR RIDE
 The employees of the company are instructed to use public transport to come for the
company.
 Employees who are nearer to the company are instructed to come to the company only
by walk.
 Every year on June 5, Anaamalais Toyota celebrate the World’s Environment Day. On
behalf of the special day, the employees are instructed to come to the company by using
the public transport and not to use 2-wheeler and 4-wheeler on that day.
USE LESS POWER
 All the employees are instructed to use less power inside the campus and it is trained to
them from the date of admission.
 The employees switch off the light and fan when it is not in use. They also off the
television when the customers are not viewing it.
 Solar energy is used in the company in order to save the electricity and be an inspiration
for the society to use solar energy.
SAY ‘NO’ TO PLASTIC BAGS
 Say ‘NO’ to plastic bags is the most used tagline of Toyota.

 The spare parts, insurance paper, service paper are given only in cloth cover by Toyota
are the past 5 years.
 The canteen shop that is located inside the campus of Toyota also give only the paper
cover instead of plastic covers
.
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PLANTING TREES
 Anaamalais Toyota plant trees for every special day of the society like World’s
Environmental Day, Women’s Day, Yoga Day, Labours Day, Independence Day,
Republic Day, etc.
 We give plant as a token of love for the customers who purchase the car.
 We also give plant as gift to our employees on their birthday with an vision of Green
Earth.
TOYOTA ENVIRONMENTAL CHALLENGE 2050
 New vehicle zero CO2 emission challenge

 Life cycle zero CO2 emission challenge
 Plant zero CO2 emission challenge
 Challenge of minimizing and optimizing water usage
 Challenge of establishing a recycling based society and systems
 Challenge of establishing a future society in harmony with nature
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CHALLENGE 1
NEW VEHICLE ZERO CO2 EMISSIONS
Reduce global CO2 emissions during operation from new vehicles by 90% from Toyota's 2010
global level by 2050 with the introduction of our next-generation cars.
CHALLENGE 2
LIFE CYCLE ZERO CO2 EMISSIONS
Completely eliminate CO2 emissions from the entire vehicle life cycle: the production process,
on-the-road stage, and end-of-life disposal, by 2050.
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CHALLENGE 3
ZERO CO2 EMISSIONS AT PLANTS
Achieve zero CO2 emissions at all plants worldwide by 2050 through streamlining our
production lines and introducing reusable energy and hydrogen at global plants.
CHALLENGE 4
MINIMIZING AND OPTIMIZING WATER USAGE
Minimize water usage - reduce the amount of water needed, recycle waste water and utilize
rainwater - and implement water discharge management based on individual local conditions.
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CHALLENGE 5
ESTABLISHING A RECYCLING-BASED SOCIETY AND SYSTEMS
Promote global development of end-of-life vehicle treatment and recycling technologies and
systems developed in Japan also in Tamil Nadu.
CHALLENGE 6
ESTABLISHING A FUTURE SOCIETY IN HARMONY WITH NATURE
Connect nature conservation activities beyond the Toyota Group and its business partners
among communities, with the world, to the future.
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ECO- FRIENDLY DRIVING
Anaamalais Toyota teach their customers how to drive the car in the eco-friendly manner in
order to have an eye on the ‘care for environment’. This is done at the sale of car to the
customer. The eco-friendly light will glow in green colour when the driver is driving eco-
friendly. It will glow in red colour when the driver is driving very rash. Some of the key points
for eco-friendly driving are;
 Start / Acceleration
 Driving at constant speed
 Free wheeling
 Stop idling (when the car is stopped)
START / ACCELERATION
 Set off just after starting the engine

 Depress accelerator softly for eco-starting.
 Depress the accelerator little by little.
DRIVING AT CONSTANT SPEED
 Drive the car at a constant speed as much as possible.

 Keep pace with traffic conditions by only adjusting the accelerator. So that the speed
fluctuation can be minimized to keep constant speed as much as possible.
FREE-WHEELING
 As soon as you see the red signal in the eco drive indicator, release the accelerator
quickly.
 Release the accelerator as soon as possible so that the car runs on inertia as far as
possible.
 Slow down by releasing the accelerator instead of brake.
 Apply the brake only at the last stage.
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STOP IDLING
 When the car is stopped, off the engine after few seconds.
 This is because the engine will be too heat when the car in running. When we off the
engine immediately when the car is stopped means the life of the engine will be reduced.
 Off the car when you are waiting for a person and save the fuel.
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MODULE: 8
STRATEGY OF THE COMPANY
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STRATEGY OF THE COMPANY
Anaamalais Toyota aims to continue its leadership position in the Indian automotive sector and
to create value for all its stakeholders.
Delighting customers
Anaamalais Toyota will continue to provide innovative solutions to its customers for creating
a good image in the minds of the customers about the company. Anaamalais Toyota will
continue to strengthen its enduring relationships with existing customers, even as it strives to
develop and increase business with new customers, by exceeding their expectations.
Strategies of the company
 Business strategy
 Marketing strategy
 Promotion strategy
 Operation strategy
 Competition strategy
Business strategy
 According to Anaamalais Toyota, the company's business strategy is to remain

competitive, produce quality cars and enhance technologies for green-energy cars.
Toyota also stresses the need to improve the lives of people around the world. It also
promotes the idea of corporate citizenship.
 Other mission statements from Anaamalais Toyota states that the idea of corporate
citizenship means contributing something worthwhile to a host country. This is an
idea that stemmed from the company founder, P.K. Duraisamy, who believed that
companies should make positive contributions to any nation. This ties into
Anaamalais Toyota's overall business strategy.
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 Anaamalais Toyota's main goal however is to improve fuel efficiency and designs
for its vehicles. An article from Fox Business notes that Anaamalais Toyota is
manufacturing more appealing cars, while cutting costs by 30 percent through the
use of shared parts. This is all an effort to remain ahead of competing companies that
are catching up in terms of quality cars and fuel consumption.
 This strategy also ties into Anaamalais Toyota's core mission, which is to instill the
same level of quality in all its cars around the world. According to Toyota, the
company promotes "Made by Toyota," instead of "Made in Japan" or "Made in the
USA."
 Standardization More adapted approach to be more close to consumers
expectation.
 The strategy is “THINK GLOBALLY, ACT LOCALLY”
Marketing Strategy
 Social media marketing strategy

 Trade show marketing strategy
Marketing via use of social media is considered a contemporary strategy in the

marketing world and is also considered as a very effective marketing strategy.
Since all the people are using social media for a long time, Anaamalais Toyota
takes this as an advantage and promotes their products in the social media that
are commonly used by the people.
Trade show marketing strategy is the most commonly used strategy in

Anaamalais Toyota. Here the company exhibit their new products in a common
place or in a special show. This is done to make the customers to know about the
products availability in the market and the features, use and advantage about the
product.
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Promotion Strategy
 Showroom
 Advertisement
 Free drive plan
 Special offer and exhibition
 After sales service
OPERATION STRATEGY
 Setting the management decisions on a long-term philosophy, even at the

expense of short-term goals.
 Creating continuous process flow to bring the problems down.
 They use “pull” systems to avoid over production.
 They built the culture of stop fixing low quality spare parts in the car , to
get quality product in the first time itself.
 Standardized tasks are the foundation for continuous improvement and
employee empowerment.
COMPETITION STRATEGY
Anaamalais Toyota uses certain strategies to compete with the competitors. They are;
 Differentiation
 Focus
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DIFFERENTIATION
The company tries to be unique in its industry along with some dimensions that are highly
valued by the buyers. Buyers will search for a luxury and ride comfort car that never harm the
environment. This preference of the customers is fully available in Toyota. This uniqueness
differentiates Toyota from the competitors and use this as the strategy to compete with the
competitors.
FOCUS
The generic strategy of focus rests on the choice of a narrow competitive scope within an
industry. The focuser selects a segment in the industry and tailors its strategy for serving them
to the exclusion of others. Toyota makes the customers to focus on their firm. This strategy
makes compete with their competitors.
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MODULE : 9
APPLICATION OF THE TECHNOLOGY
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APPLICATION OF THE TECHNOLOGY
SOFTWARE USED:
Tally is powerful accounting software, which is driven by a technology called concurrent

multi-lingual accelerated technology engine.
 It is easy to use software and is designed to simply complex day to day activities
associated in an enterprise.
 Tally provides comprehensive solution around accounting principles, inventory and
data integrity.
 Tally also has feature encompassing global business. Tally software comes with easy
to use interface thus making it operationally simple.
 Tally accounting software provides a solution around inventory management, stock
management, invoicing, purchase order management, discounting, stock valuation
methodology, etc.
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Benefits of Tally Accounting Software
 Any business owner understands the importance of maintaining proper books of

account.
 This practice ensures that finance for the company is always in order and are correct at
all given points of time
 . Company should always be aware of its financial positions.
 Earlier, most of the businesses were employing manual practice in maintaining books
of account.
 However, with the advent of modern information technology, this task can be
performed by accounting software.
 Tally is one such all powerful accounting software.
 Tally accounting software provides a solution to all the problems real businesses have
to encounter.
 Single software takes care of all tasks required for enterprise management.
 Accounting task such as records keeping, accounts receivable and payable management
and bank reconciliation are made simple through tally.
 Financial management is also made simpler under Tally software.
 The software allows management of finances across multiple locations can handle
multiple currency transactions, manage cash flow and interest payment.
 Thus, Tally software is flexible, reliable, secure, easy to use and affordable.
MS Excel
 Excel 2010 features rich analytical functions such as Pivot Tables, Advanced Graph
and Decision Analytics.
 The current excel have developed functionality and reduces the dependency on VBA
codes. Excel has formula groups and nested functions, which are able to undertake
major of financial calculations.
 Conditional formula such as logic, lookup, indirect and match functions help in data
analysis and What-If analysis.
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 Excel provides the basic framework to develop simple and manageable financial
models.
 Though excel framework is unstable for certain type of analysis, but still it
functionalities and compatibility make it an ideal tool for finance decision making.
SAP:
SAP is the world’s largest enterprise applications software company - as measured by

software and service-related revenue - with 172,000 customers around the globe. Unlike many
of its competitors, SAP has mostly grown organically and has just a few significant acquisitions
under its belt. Much of SAP’s customer base consists of very large enterprise accounts.
However, they have made significant gains in the small and medium enterprise (SME) market
with their Business All-in-One, Business by design and Business One product lines.
SAP offers a wide range of enterprise resource planning (ERP) applications including customer
relationship management (CRM), financial management, human capital management, product
lifecycle management, and supply chain management. They also have a large network of
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partners (i.e. the SAP Ecosystem) that provide unique integration and customization offerings
for specific markets. For example, Et Alia has developed CREW All-in-One for the
construction industry, which is built on SAP Business All-in-One.
In addition to its ERP products, SAP offers several business analytics applications as part of
its Business Objects product line. Business Objects is one of SAP’s more notable acquisitions
which was announced back in 2007. This acquisition pushed SAP into the business intelligence
(BI) leaders circle with IBM, Oracle and Microsoft. They are reinforcing their position with
recent innovations such as SAP HANA, their in-memory technology that allows organizations
to run queries from multiple data sources in real time. Click on one of the links below to learn
more about a specific SAP product, application or industry solution.
About SAP:
SAP was started by five former IBM employees in 1972. The company is headquartered
out of Walldorf Germany with North America headquarters in Newton Square Pennsylvania.
They have over 172,000 customers around the world and host one of the biggest user
conferences in the industry - SAP SAPPHIRE - with more than 50,000 in attendance last year.
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SAP is an ERP (Enterprise Resource Planning) software by the same name of the company.
SAP is a German acronym which is spelled in English as “Systems, Applications and Products
in data processing”. The best place to study SAP is through its certification programs. The SAP
website (SAP Software Solutions | Business Applications and Technology) gives complete
details of it. You can browse to your country and find the registered training institutes. There
are various modules of SAP. You may choose any module as per your expertise and plan a
training.
An ERP is simply a logical representation of the business which is centrally connected, helps
in doing the necessary transactions and real time reporting.
For example, suppose you are working with Amex and Amex has various divisions. e.g. Risk
Analysis, Accounts Payables, Sales & Marketing, CRM, etc. If there is an ERP (SAP), it will
have the necessary ‘specific’ screens to capture the transactions happening in various
departments and the access is also restricted. i.e. A CRM person cannot access the Risk
Analysis screen, etc. And when your MD or MIS team wants to review the performance at various
levels, they can simply pull out various reports of the transactions happened in various functions.
To conclude, with the help of an ERP, the organizational teams are able to work independently,
with the necessary access controls and approvals and finally the management is able to
consolidate and integrate organizational performance reporting.
To add to the following, SAP is divided into different modules which are ideally specific to a
business function. e.g. SD module for Sales & Distribution (Logistics), MM (Materials
Management) for Purchase & Stores, CRM module for Customer Relationship Management,
and many more modules are available which you can easily get on SAP and other related
websites. There is a BI/BO tool of SAP which is specifically used for analysis. These are
standard packages meaning it does not need coding to configure. This is called the functional
part of SAP.
You can do customization in SAP through a language called ABAP. This requires coding
knowledge. This is called the technical part of SAP.
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STOCK ANALYSIS:
 Stock analysis is a term that refers to the evaluation of a particular trading instrument,
an investment sector or the market as a whole.
 Stock analysts attempt to determine the future activity of an instrument, sector or
market.
 There are two basic types of stock analysis: fundamental analysis and technical
analysis.
 Fundamental analysis concentrates on data from sources including financial records,
economic reports, company assets and market share.
 Technical analysis focuses on the study of past market action to predict future price
movement.
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MODULE : 10
SWOT ANALYSIS
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SWOT ANALYSIS
SWOT analysis is a useful method to know about the company performance, drawbacks,
possibilities, and threats. SWOT stands for Strengths, Weakness, Opportunities and Threats,
which helps to isolate the strong and week areas within an export strategy. SWOT also indicates
the future opportunities or threats that may exist in the chosen markets and is instrumental in
strategy formulation and selection.
Toyota Motor Corporation addresses the internal and external strategic factors in the business,
as identified in this SWOT analysis. The SWOT framework pinpoints the most significant
opportunities, threats, and organizational weaknesses that Toyota must address using its
strengths. As a global leader in the automotive industry, Toyota effectively addresses such
factors. This SWOT analysis provides insights about the possible influences on the company’s
business. Toyota’s high performance serves as an indicator of its ability to address the issues
enumerated in this SWOT analysis.
Toyota’s SWOT analysis shows that the company remains strong in the global automobile
market, although issues related to competition, organizational structure, and corporate culture
must be addressed.
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STRENGTH
Toyota’s strengths indicate that the firm is capable of keeping its position as one of the top auto
manufacturers in the world. This element of the SWOT analysis model identifies the internal
strategic factors that serve as capabilities of the firm. Toyota’s main strengths are as follows:
1. Solid financial position
2. Superior productivity and efficiency of Toyota Production System (TPS)
3. Advanced technological features and capabilities
4. Leadership position and brand value
5. Leader of green cars development
6. Superior quality products
7. Global strong brand awareness
8. Wide product offering
9. Strong brand image
10. Rapid innovation capabilities
11. Dealer of one of the most trusted brand.
12. Reliable customer post sales service.
13. Presence of skilled workforce.
14. Marching towards zero carbon di oxide emission.
15. More no. of branches to serve customers better.
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16. They provide customized finance to customers through NBFC’s.
17. Toyota has a wide range of car variants to offer
18. One of the oldest and reputed car manufacturers which brings high brand awareness
Over 310,000 employees are a part of Toyota's workforce
19. Toyota is a pioneer in hybrid technology and its production values like kaizen,
Kanban are benchmarks in manufacturing
20. Highly diversified product portfolio
21. World class R&D and Engineering capabilities of Toyota
22. High brand awareness and market presence in the international market
23. Popular in motorsport and sponsoring events
24. Toyota has excellent advertising and marketing campaigns through TVCs, online
ads, billboards, print media etc
WEAKNESS
Toyota’s weaknesses point to possible inefficiencies in the organization. This element of the
SWOT analysis model determines the internal strategic factors that serve as obstacles to
business growth. Toyota’s main weaknesses are as follows:
1. Extensive dependence on Japan and North American markets
2. Weak presence in emerging markets
3. Lack of flexibility due to large size
4. Low retention rate of newly entering employees due to less salary.
5. More no. of dealers for the same brand “Toyota”.
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Toyota’s global hierarchical organizational structure prevents maximum flexibility of

regional operations. Also, the company’s culture of secrecy is a weakness that reduces
response times in addressing emerging problems. In addition, Toyota implemented massive
product recalls starting in 2009. These recalls weaken the firm because the recall processes
consume business capacity that could be used for product distribution instead. This part of
the SWOT analysis shows that Toyota could improve its performance through adjustments
to reduce the weaknesses based on its organizational structure and culture.
OPPORTUNITIES
Toyota’s opportunities are mainly based on technological and economic trends. This element
of the SWOT analysis model identifies the external strategic factors that the firm could use
to improve its business. Toyota’s most significant opportunities are as follows:
1. Investments in automated driving technology
2. Business diversification
3. Focus on developing countries
4. positive attitude towards “ green vehicles”
5. Further concentration on electric cars
1. 6. Growing markets in developing countries

2.
3. 7. Rising demand for fuel-efficient automobiles
4.
5. 8. Growing interest in advanced electronics in vehicles
6.
7. 9. Expanding automobile market (8.3% growth in the Fiscal 2017).
8.
9. 10. Introduction of electric vehicles.
10.
11.
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12. 11. Changing lifestyle and customer groups.

13.
14. 12. Research and Development is a key area that Toyota concentrates
Developing markets present the opportunity for Toyota to increase revenues by further
penetrating these markets. Also, the current trends of increasing demand and interest for
higher fuel efficiency and advanced electronics present the opportunity for Toyota to focus
its innovation on these directions. In addition, the weaker Japanese Yen versus the U.S. Dollar
means higher competitiveness of products and components exported from Japan to the U.S.
This part of the SWOT analysis shows that Toyota must emphasize market penetration and
innovation to exploit its opportunities.
THREATS
The threats to Toyota’s business are based mainly on the competitive landscape. This element
of the SWOT analysis model determines the external strategic factors that could reduce the
firm’s performance. In Toyota’s case, the main threats are as follows:
1. Passenger health and safety issues
2. Fluctuations in the prices of fuel
3. Emergence of innovative competitors
4. Increase in the prices of raw materials
5. Natural disasters
6. Weakening demand and increasing the cost
1. 7. Growing market presence of low-cost competitors

2.
3. 8. Rapid innovation of competitors
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4.
5. 9. Increasing fuel prices may influence people to use public transport.
6.
7. 10. Aggressive competition.
Toyota faces the threat of competition with low-cost automobiles from Korean, Chinese and
Indian manufacturers, which have been increasing their presence in foreign markets. Toyota
also experiences the threat of rapid innovation of competitors like GM, Honda, and Ford.
This part of the SWOT analysis shows that Toyota must ensure competitive advantage, such
as through innovation.
Recommendations based on Toyota’s SWOT Analysis
Toyota’s SWOT analysis identifies key issues, such as the effects of competition and the
company’s weaknesses based on its organizational structure and culture. To address the
threats based on competition, Toyota needs to maximize its competitive advantage based on
its innovative capabilities. The company can also further adjust its culture and structure to
optimize its flexibility in decision-making and problem solving.
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MODULE : 11
CSR ACTIVITIES
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CORPORATE SOCIAL RESPONSIBILITY
CSR programs and initiatives are launched as a part of Toyota Global Vision that was
formulated in March 2011. Toyota Global Vision is represented in the form of a tree where
Toyota values represent the roots of the tree, stable base of the business is the trunk of the tree.
The concepts of ‘Always Better Cars’ and ‘Enriching Lives of Communities’ are positioned as
fruits of the tree. In other words, Toyota Global Vision places an equal emphasis on the primary
objective of profit maximization (Always Better Cars) and CSR (Enriching Lives of
Communities).
The company releases Global Responsibility Report annually and it includes the details of
Toyota CSR programs and initiatives engaged by the company.
SOCIAL
Contribute to the development of the society by:
 Imparting technical education

 Raising road safety awareness
 Promoting art and culture
 Developing local communities through sustainable activities
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ECONOMIC
Developing a harmonious relationship with society by enhancing community development

activities and contributing to the progress of the region.
ENVIRONMENT
Undertaking measures to protect and safeguard the environment through effective eco
initiatives.
BUSINESS
Complying with externally imposed social and environmental standards and conducting our
business operations with honesty and integrity.
PHILOSOPHY FOR SUSTAINABLE CSR
PLAN
CSR activities depends on:
 Analysing the needs

 Feasibility study
CHECK
Monitoring evaluation of the program by using effective implementation tools
DO
Need-based implementation of prioritized activities
 In consensus with the local community

 Involving the stakeholders
 Sustaining the activity
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ACT
Improvisation of the existing and plan for the new activities
BACKGROUND
Road and transport has become an integral part of every human being. The present transport
system has minimized the distances but it has on the other hand increased the life risk. Every
year, road crashes result in loss of lakhs of lives and serious injuries to people. In India itself,
about 1,46,133 people killed in road accidents. The analysis of road accident data 2015 reveals
that about 1,374 accidents and 400 deaths take place every day on Indian roads which further
translates into 57 accidents and loss of 17 lives on an average every hour in our country.
Objective
 Aim at imparting training through awareness, preparedness and response as per the felt
need
 Create responsible road users and road ambassadors by imparting training in good
practice on road safety
 To have a ripple effect through dissemination of road safety awareness through
practical involvement
 Engage different stakeholders and there by address the road safety holistically
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Philosophy for sustainable CSR
Keeping in line with Toyota’s Global Vision, TKM is not only focusing on best safe cars but
striving to create the awareness amongst the road users to have good road sense and discipline
and create a safe driving environment.
As a safety crusader, Toyota Kirloskar Motor has been engaged in Road Safety initiative since
2005 through various pan India campaigns. We have always given utmost importance to safe
cars and safe driving practices. We are addressing traffic safety through integration of people,
cars, and the traffic environment with the aim of completely eliminating traffic casualties.
Module is currently focussing on the broad aspects on road safety with equal importance on
the teaching method adopted
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CSR Excellence Awards 2017 under the category ‘CSR Practice of the Year’
CATEGORIES OF CSR ACTIVITIES
Labour and human rights
2.14% of all workforce are disabled people
Health and safety
Quality Control (QC) circles have been instituted at Toyota to increase the vitality of people
and workplaces. As of March 2015, approximately 4,100 circles involving approximately
36,000 members were active in Japan, and approximately 13,000 circles involving
approximately 99,000 members were active abroadToyota conducts genchi genbutsu safety
inspections regularly to ensure the safety of employees and visitors to the company.
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Environmental water consumption
Rainwater collection has been implemented by Toyota to reduce the amount of water usage in
its plants.
Recycling
 Utilization of eco-friendly materials

 Making use of parts longer
 Development of recycling technology
 Making vehicles from the materials of end-of-life vehicles.
CO2 emissions
As of December 31, 2013, use of Toyota hybrids* had resulted in approximately 41 million
fewer tons of CO2 emissions
“New Vehicle Zero CO2 Challenge,” initiative aims to reduce vehicle CO2 emissions by 90
percent in comparison with 2010 levels, by 2050.
Earth-Friendly Environmental Performance
We understand that the issues of energy and global warming are important environmental
problems that may have a major effect on humanity and ecosystems. Based on cooperation
among related divisions, we are developing technologies and working from the initial design
stage in order to create environmentally friendly vehicles.
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Development of weight reduction technologies that contribute to

top-class fuel economy performance
By changing to high-tensile steel sheet, foamed base materials,

resins, and thinner sheets, we achieved a weight reduction of 151 kg. Based on CAE analysis, we
have achieved a high-level balance of body strength, including a rib bone structure, and lighter
weight. [Main programs for reducing the weight of body and interior/exterior parts]
Discussions aimed at reducing Coaster weight involving officers of the development and
production engineering divisions.
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MODULE : 12
SUGGESTIONS AND CONCLUSIONS
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SUGGESTIONS
 In the Marketing Department they didn’t concentrate about Digital Marketing, I

recommend that to improve their sales
 Proper Record for the Body and Paint department amd daily report updation can be
improved. 
 In human resource department, I recommend all records should be maintained in Digital
format for future purpose.
 5s Should be followed in the organization.
CONCLUSION
This training gave a wide exposure towards the practical aspects regarding the
functioning of an organisation. The training focused on the identification of various
departments in the organisation and their respective roles in the functioning of the organisation
and gained knowledge regarding company profile, quality control, store department,
organizational structure of each department and SWOT analysis (strength, weakness,
opportunities and threats) of the company.
The overall exposure training was very worthy that it established a practical application
of our understanding. When company faces a problem the method of handling in a smooth
manner are very imperative in my career.
I am indeed humble and grateful to the Department of commerce and the Anaamalais
Toyota Pvt Ltd company who admitted with pleasure to do an internship program in their
company.
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MODULE : 13
ANNEXURE
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ANNEXURE
(a) ANNUAL REPORT
Balance Sheet as on 31 march,2017
(` in Million)
Particulars As at 31st As at 31st
March, 2017 March, 2016
EQUITY AND LIABILITIES
Shareholders’ funds
Share capital 143.64 143.67
Reserves and surplus 4,361.53 3,655.59
4,505.17 3,799.26
Non-current liabilities
Long-term borrowings 77.55 80.61
Deferred tax liabilities (net) 159.38 104.33
Long-term provisions 97.33 72.19
334.26 257.13
Current liabilities
Short-term borrowings 0.01 -
Trade payables
Total outstanding due to micro enterprises

and small enterprises
(Refer Note 30) 14.68 31.92
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Total outstanding due to creditors other

than micro enterprises and small enterprises 2,132.04 1,749.00
2,146.73 1,780.92
Other current liabilities 543.69 526.78
Short-term provisions 170.76 352.33
2,861.18 2,660.03
Total 7,700.61 6,716.42
ASSETS
Non-current assets
Property, plant and equipment
Tangible assets 2,832.53 2,673.58
Intangible assets 52.97 50.79
Capital work-in-progress 17.82 22.10
2,903.32 2,746.47
Non-current investments 0.21 0.23
Long-term loans and advances 250.79 236.05
3,154.32 2,982.75
Current assets
Current investments 280.00 -
Inventories 1,297.99 1,107.41
Trade receivables 2,117.86 1,923.73
Cash and bank balances 527.47 376.53
Short-term loans and advances 280.32 290.16
Other current assets 42.65 35.84
4,546.29 3,733.67
Total 7,700.61 6,716.42
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Statement of Profit and Loss
For the year ended March 31, 2017
Particulars For the year ended For the year ended
(` in Million)
31st
March,
2017 31st March, 2016
REVENUE FROM OPERATIONS
Gross Sales 20 16,675.23 15,764.64
Less: Excise duty 1,544.68 1,500.46
Net Sales 15,130.55 14,264.18
Other Operating Income 21 160.74 118.13
15,291.
Revenue from operations (net) 29 14,382.31
Other income 22 54.08 24.55
Total Revenue 15,345.37 14,406.86
EXPENSES
Cost of materials consumed 23a 10,724.31 10,146.82
Purchases of stock-in-trade 23b 201.36 133.02
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decrease
Employee benefits expense 24 1,278.76 1,150.35
Finance costs 25 16.55 24.83
Depreciation and amortisation 11 353.27 331.86
Other expenses 26 1,727.98 1,671.94
Total expenses 14,220.96 13,445.93
Profit before exceptional items

and tax 1,124.41 960.93
Exceptional items - (Income) /

Expense 27 16.29 6.00
Profit before tax 1,108.12 954.93
Tax expense:
Current tax expense 236.38 204.71
Deferred tax charge /(credit) 39.12 4.90
275.50 209.61
Tax expense/(credit) relating to

prior years 0.50 (1.58)
Deferred tax charge/(credit) relating to prior

years 15.93 (5.48)
16.43 (7.06)
291.93 202.55
Profit from continuing

operations 816.19 752.38
Profit for the year 816.19 752.38
Earnings per share: 37 5.68 5.24
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CASH FLOW STATEMENT
For the year ended March 31, 2017
(` in Million)
For the year

Particulars For the year ended ended
31st March,
31st March, 2017 2016
A. CASH FLOW FROM OPERATING ACTIVITIES:
Net Profit before tax 1,108.12 954.93
Adjustments for:
Depreciation and amortisation 353.27 331.86
(Profit) / Loss from sale of assets 2.42 (2.01)
(Profit) / Loss from sale of long term investments (5.58) -
(Profit) / Loss from sale of short term investments (2.90) -
Finance costs 16.55 24.83
Unrealised foreign exchange loss (net) 3.59 0.90
Interest income (31.97) (10.15)
Dividend income (0.15) (0.02)
Operating profit / (loss) before working capital changes 1,443.35 1,300.34
Changes in working capital:
Inventories (190.58) 13.99
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Trade Receivables (189.14) (179.73)
Loans and advances 1.55 24.56
Other Current Assets 8.29 (19.83)
Other Provisions (31.75) (5.32)
Trade payables and Other Liabilities 370.98 (8.89)
Cash generated from operations 1,412.70 1,125.12
Net income tax (paid) / refunds (244.75) (214.71)
Net cash flow from / (used in) operating activities (A) 1,167.95 910.41
B. CASH FLOW FROM INVESTING ACTIVITIES
Purchase of tangible/intangible assets (513.86) (379.48)
Decrease / (increase) in Capital advances 1.42 (4.05)
Proceeds from sale of fixed assets 1.32 10.77
Proceeds from sale of long term investments 5.60 -
Purchase of current investments (918.10) -
Proceeds from sale of current investments 641.00 -
Investment in fixed deposit with bank mauturity period

of more than 3 months (460.90) (14.10)
Decrease/ (increase) in earmarked bank balances (1.89) 21.91
Interest received 16.87 7.38
Dividend received 0.15 0.02
Net cash flow from / (used in) investing activities (B) (1,228.39) (357.55)
108 | P a g e
(b) CASE STUDY
Client Name: Toyota
Toyota decides to replace business-critical systems with open source business applications
Toyota chooses open source and 1Tech
This case study describes how one of the world’s most successful companies selected an open
source solution to replace the core systems at Toyota (GB) PLC and chose 1Tech to advise on
and realise its implementation. Toyota GB had begun the initial phase of a long-term
transformation programme which aimed to replace all key systems within the context of a wider
strategy developed in conjunction with IBM Global Services.
Toyota and IBM identified open taps (open source enterprise applications suite) as the potential
strategic platform on which to build their systems and 1Tech as Europe’s leading open taps
specialist.
1Tech was initially engaged to justify the selection of opentaps and were given the challenge
of developing a working prototype of a system which would allow Toyota and Lexus dealers
to manage customers, configure vehicles, produce quotations, take and submit orders and
analyse activities and sales. The challenge was in the deadline, which 1Tech met by developing
and demonstrating the application in just several weeks.
109 | P a g e
110 | P a g e
Toyota (GB) PLC is part of Toyota Motor Corporation the world’s seventh largest company
and the second largest global car manufacturer. Importer and distributor for Toyota and Lexus
vehicles in the UK, the company is responsible for sales, marketing, after sales and customer
relations across its entire UK network of 200 Toyota Centres. 1Tech has been working with
Toyota GB plc for a number of years on Information Systems solutions that span the company’s
business applications portfolio.
PROBLEM
Each year, Toyota offers its worldwide marketing subsidiaries a range of vehicles with some
20 million configuration options. Each subsidiary can additionally market a range of locally
fitted options ranging from specialist upholstery and trim through to in-car entertainment and
navigation systems. From the options available, Toyota GB must create the range which is
most likely to succeed in the UK market.
Toyota GB provides a full range of service options, including customisation, which must be
supported by a production-like workflow, and the supply of spare parts across the full lifecycle
of each model.
To operate successfully, the company must be able to understand trends within the marketplace
and respond swiftly to opportunities and challenges. The objective was therefore to develop
systems which would support the decision-making process by integrating market intelligence,
sales (and lost sales) information and service requirements with brand development, range
definition and pricing. The complexity is in the sheer number of permutations available.
Such an objective cannot be attained overnight. It is not just a matter of replacing systems;
whilst that is not simple, the biggest challenge was in managing the business change which
accompanied it.
To meet these challenges, Toyota developed a progressive approach which would allow each
major component to be specified, implemented, verified and adopted before moving on to the
next. This supported the need for a sound business change strategy, but had significant
ramifications for the implementation of the systems themselves as each new or replaced
111 | P a g e
business application had to be absorbed by the user community whilst its predecessor and
supporting legacy applications remained operational behind the scenes.
It is vitally important that such an approach is driven by the business architecture so that
dependencies between components are recognised by the sequence of implementation. At the
core of the Toyota business architecture is the product lifecycle, around which all business
critical systems revolve. The development of a product model and support for Product
Lifecycle Management (PLM) was therefore the first priority. Having demonstrated the
capabilities of both open taps and its team, 1Tech were engaged to advise on and implement
Product Lifecycle Management, working with in-house legacy system teams to develop a
homogeneous solution.
SOLUTION
 Provide Product Lifecycle Management expertise to ensure that the architectural

approach will stand the test of time
 Develop a Product Model which is sufficiently flexible to support not only today’s
needs but also undefined future product strategies and the potential for ultimate
integration with external systems, whether in-house or elsewhere in the supply chain
 Demonstrate the suitability of opentaps as the long term strategic solution in terms of
functionality, architecture and development environment
 Understand user requirements in detail and define a software architecture to support
them by using standard opentaps entities and services with extensions and
customisations where necessary
 Design a user experience model which is intuitive and easy to use despite the underlying
complexity of product configuration
 Rapidly implement and test instances of all legacy system interfaces by means of
prototyping to ‘derisk’ the strategy
 Integrate the open source software open taps through implementing additional support
where needed to enable the applications to be deployed on Toyota’s strategic technical
architecture:
112 | P a g e
o DB2 (RDBMS)
o IBM WebSphere Application Server (Application Server)
o IBM WebSphere ESB 6.1 (SOA Enterprise Service Bus)
o IBM HTTP Server (Web Server)
o Linux OS
 Integrate the 1Tech implementation team with Toyota legacy teams, development
processes and programme management
 Accurately estimate the costs and effort required to achieve the solution
 Provide project management and architectural expertise to ensure the delivery of a
sound solution within budgeted costs and timescales
 Provide a full range of support services both during and after implementation
RESULT
 Tracing of a ‘concrete' product model based on vehicles, engines, colour, trim etc. to a
new, abstract, ISO-compliant, recursive product-part structure with the ability to
specify configuration ‘rules'
 Construction of a software architecture fully mapped to Toyota's business architecture

and legacy data model using UML models
 Construction of a prototype to prove all systems interfaces within the first two weeks
of the project
 Implementation of the Product Model in open taps, using and extending core open taps
entities
 Product maintenance using standard open taps services
 Integration with Legacy Systems via an Enterprise Service Bus (ESB), using open taps
as the source of product data maintenance for the legacy systems with failsafe
mechanisms to ensure consistency of data
 Integration of 1Tech's assured Open Source Integration Methodology (1TechOSIM)
based on RUP with Toyota's Information Systems Methodology (ISM), Information
Systems Project Methodology (ISPM), and Development Process (RUP) to achieve
seamless interaction between 1Tech an in house teams
 Based on Toyota's exposure to 1Tech's approach and skills from an early stage, 1Tech
were additionally engaged to advise on, refine and integrate all related Toyota processes
113 | P a g e
and techniques. This is described in a separate Case Study, See Case Study Toyota
invest in 1Tech's process engineering expertise
 Implementation of a sound, flexible product model on which to build subsequent
components and applications
 No licence fees and the implementation of core functionality using standard
components, as well as out-of-the box administrative functions, led to the cost of the
new development being a fraction of the expected overall project costs
CONCLUSION
1Tech not only demonstrated the ability to deliver industrial strength, business critical
applications to a major and complex enterprise, but also to work within and contribute to a
disciplined, quality-oriented organization.
As a result, the strategy has created much interest within Toyota’s worldwide community and
we anticipate a long-term involvement in helping this already immensely successful
organisation continue to build on its capabilities and commercial achievements.
114 | P a g e
(c) SNAP SHOT
EXTERIOR VIEW
BODY & PAINT SHOP
115 | P a g e
INTERIOR VIEW
TEST DRIVE
116 | P a g e
(d) TIMESHEET
117 | P a g e

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Care for Environment of Anaamalais Agencies Pvt Ltd

S.NO TITLE P.NO

5 DEPARTMENT’S PROFILE AND

6 PRODUCT / SERVICE OFFERED

7 UNIQUE SELLING PROPOSITION (USP)

8 STRATEGY OF THE COMPANY

9 APPLICATION OF THE TECHNOLOGY

12 SUGGESTONS AND CONCLUSIONS

Vision of P.K. Duraisamy:

 Progressive, Evolutionary, Pioneering Business dealership

 Through improvements of technology, as well as continuous efforts in the application

ANAAMALAIS GROUP OF COMPANIES:

S.NO GROUP OF COMPANIES LOCATION

1 Vedhanayagam oil company Coimbatore

2 ARC parcel service Coimbatore

3 Green valley Matric Higher Secondary Kothagiri

4 PKD Trust Coimbatore

5 Anaamalais Agencies (Eicher Dealership) Coimbatore, Palladam,

Coimbatore Anaamalais Agencies Pvt Ltd Coimbatore, Erode,

7 Coimbatore Anaamalais Agencies Pvt Ltd Palani

8 Carbone Bio-Renewable Pollachi

9 Ayyanar Industries Tirunelveli

BRANCH OF ANAAMALAIS TOYOTA:

SNO BRANCH EMPLOYEES

1 Coimbatore (HO) 265

PRODUCT LIFE CYCLE

 Toyota is now in the maturity stage.

POSTER’S FIVE FORCES ANALYSIS

1. Bargaining Power of Suppliers

2. Bargaining Power of Customers

3. Rivalry between Existing Players

5. Threat of New Entrants

Political and legal factors

 Evolving industry due to popularity of cars among consumers;

 Introduction of fuel-efficient cars;

MR. A KRISHNA MR. R. NAGENDRAN MR. K. PRADEEP

MANAGING DIRECTOR HEAD-CUSTOMER CHIEF-FINANACE

Joined Anaamalais Toyota in Joined Anaamalais Toyota in Joined Anaamalais Toyota in

Anaamalais Agencies Private Limited is founded by P.K. Duraisamy in Coimbatore in 2000.

PROTECTING OCCUPANTS AND PEDESTRIANS

TOWARDS A SAFER TRAFFIC ENVIRONMENT

Toyota is undertaking various initiatives to realize intelligent transport systems as a

Vehicle-infrastructure cooperative systems, which use direct roadside-sensor-to-

YEAR PRODUCT / ACHIEVEMENT

1999 Establishment of the company

2003 Reached 100000 cars on road

2005 Reached 200000 cars on road

2009 Reached 400000 cars on road

2011 Etios Liva

2014 Reached 1 million cars on road

2016 Innova Crysta

NEW PRODUCT LAUNCHED

TOYOTA GLANZA SPECIFICATIONS

Glanza Variants Key Specifications Key Features

Front and Rear Power Windows, Driver and

Front and Rear Power Windows, Driver and

Front and Rear Power Windows, Driver and

Front and Rear Power Windows, Driver and

PART & ACCESSORIES MANAGER